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…many managers, no matter what the organization chart says, have more than one boss.

Seeing [management’s] relationship toward them as duty toward them and as responsibility for making them perform and achieve rather than as ‘supervision’ is a central requirement for organizing the manager’s unit effectively.

The demand for executives is steadily growing. A developed society increasingly replaces manual skill with theoretical knowledge and the ability to organize and to lead – in short, with managerial ability.

…managers are made not born. There has to be systematic work on the supply, the development, and the skills of tomorrow’s management. It cannot be left to luck or chance.

No one can motivate a person toward self-development. Motivation must come from within.

…no one develops as much as the person who is trying to help others to develop themselves. Indeed, no one can develop himself or herself unless he or she works on the development of others.

To obtain balanced efforts, the objectives of all managers on all levels and in all areas should also be keyed to both short-range and long-range considerations.

Management-by-drive is a sure sign of confusion. It is an admission of incompetence. It is a sign that management does not think.

The greatest advantage of management by objectives is perhaps that it makes it possible for managers to control their own performance. Self-control means stronger motivation: a desire to do the best rather than do just enough to get by.

…if new information technology is abused to impose control on managers from above, it will inflict incalculable harm by demoralizing management and by seriously lowering the effectiveness of managers.